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Why SL-2010
- 1. WHY SITUATIONAL LEADERSHIP® ? -PRESENTER BILL RUSEN, LMSW CEO, CAYUGA ADDICTION RECOVERY SERVICES Copyright 2011, Center for Leadership Studies, All rights reserved.
- 2. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Situational Leadership ® is not… • flavor of the month training • complicated theory • focused on developing strategy and vision • warm and fuzzy
- 3. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Situational Leadership® is … • time-tested and proven • simple and easy to use •a method to increase performance • organized common sense
- 4. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Situational Leadership ® is about… Motivation Influence Performance
- 5. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Leadership = Influence Any attempt to influence; up, down, or sideways. Leadership is the influence process executives, managers, supervisors and individual contributors use to achieve business results – a.k.a. performance.
- 6. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Good leaders have four objectives each time they attempt to influence others… To be successful To be consistent To be fair To create/maintain engagement … from the perception of those they influence
- 7. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Situational Leadership® is a proven method to help leaders meet the performance needs of the people they influence. The true signs of leadership are seen in the followers!
- 8. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Why a method? Allows for discipline and rigor Allows for repetition, feedback, and growth Improves predictability of desired outcomes Creates a common language to discuss performance
- 9. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Why a “common language” Helps leaders paint a clear picture of what performance looks like Performance conversations focus on organizational goals, not personalities Increases quantity and quality of conversations about performance
- 10. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. What motivates people at work? Goal and role clarity Dignified work environment Training/resources to enable Achievement & contribution
- 11. Why Situational Leadership® ? Copyright 2011, Center for Leadership Studies, All rights reserved. Situational Leadership ® is the common language leaders need to create an environment that motivates people to perform.
- 12. WHY SITUATIONAL LEADERSHIP® ? THANK YOU Copyright 2011, Center for Leadership Studies, All rights reserved.
Editor's Notes
- TITLE:Why Situational Leadership? OBJECTIVE: Provide leaders/decision makers an understanding of why Situational Leadership is the chosen “performance communication language” for business world-wide and why organizations would want to embrace this technology. TIMELINE: 20 – 30 Minutes
- What is is not: Situational Leadership is not: Flavor of the month – there is no other training program that has been in existence – and thriving – for 40 years. Situational Leadership is the #1 leadership model trained in the Fortune 1000. It is now #1 in China, Australia, Russia, South Africa and throughout Europe. The best example I can give is that up to lat year, CLS spent a grand total of $0.00 on a sales marketing – all of our business comes from word of mouth – and our business has experienced double-digit growth for each of the last 10 years. (We were flat in 2009 for the first time in 10 years. We grew at just under 1%. SL is not complicated theory – the reason it has been here for so long. It is simple and easy to understand and apply. SL is not focused on developing strategy and vision - The Vision and Strategy are important. The Vision illustrates the big goal and the strategy is the roadmap to that vision. Situational Leadership provide leaders the tools to translate the vision into action. The specific behaviors - performance - that create results. We are not here to create the vision, we are here to help you make it happen. SL is not always warm and fuzzy – more often than not, it should feel good to both the leader and the follower, but it is first and foremost about performance and often dealing with performance is not warm and fuzzy!
- What it is: Situational Leadership is: Time tested and proven – over 12 million managers world-wide in over 100 countries use the Model and it is used in over 700 of the Fortune 1000. Simple and easy to use – it is often described as “organized common sense” for leaders A clear method to increase performance – with a focus on behaviors and demonstrated performance, this Model takes the mystery out of effective leadership It is common sense – people understand it and apply it immediately
- Situational Leadership is about: Motivation – motivating leaders to lead, but more importantly creating an environment where contributors are motivated to contribute. Influence – This is about leaders tapping into the discretionary energy that everyone brings to the job. The difference for employees between “what do I need to do to keep my job?” and “what can I do to make myself/my team/my organization even more successful?” Performance – At the end of the day, it is all about execution and performance.
- For the benefit of the process of driving SL, we focus on the tactical day-to-day influencing skills that leaders need to be successful. Leadership is any attempt to influence the behaviors of another person or group – whether it be the boss, peers, clients, prospects, and, of course, the workgroup/team. How well we influence the behavior of those audiences towards performance/achievement determines our success as a leader.
- Definitions for these four areas: Successful: determined by the extent to which a follower(s) accomplishes a task or job – the bottom line. Consistent: Providing followers with a leadership style that meets their performance needs at a specific time for a specific job, task or activity. This means having a number of leadership styles that followers can count on receiving – when they need it to get the job done. Fair: Being honest and thorough in understanding the leadership/performance needs of followers. To create/maintain engagement: determined by how the follower(s) feels about themselves, his/her/their performance, and the process by which they were led. This also determines the degree to which people give of their discretionary perforamnce. How likely someone is to go above and beyond is directly tied to their relationship with their manager/boss. Perception is the key – few leaders set out to be unsuccessful, or create disengaged employees or team members nor do they set out to be manipulative, coercive or condescending. Unfortunately, most of us can remember a time when a leader was one or more of those things in our eyes. To be successful and effective, we must align our intentions with the perceptions of those we influence.
- The most important point is that to be effective as leaders, we must be follower-driven – servant leaders. If we are truly to serve the needs of our followers, we must first consider what those performance needs are before choosing our leadership style - diagnosis before prescription. (What someone wants and what someone needs are not always aligned. Leaders always need to remember that it is a performance contest - not a personality contest. Sometimes that means we have to provide structure, clarify goals and even administer consequences for non-performance when a follower wants us to let them be.)
- Situational Leadership is the only soft-skills or leadership training that applies the same rigors that quality, service and productivity initiatives apply. Why should it be any different? This model is about increasing the probability of success every time we influence others. By using a method you can improve the predictability of the outcomes. Do we share the same picture of performance? Am I going to get the result going to be that I have in mind. Situational Leadership gives you a bit of a crystal ball to accurately predict the outcomes you are going to get.
- WHY A COMMON LANGUAGE? Helps leaders paint a clear picture of what performance looks like – too often team members and the boss do not share the same picture of success. The common language brings people onto the same page. Performance conversations focus on organizational goals, not personalities – Particularly when dealing with low performers, performance conversations can often times be punishing and uncomfortable for both sides, and can be seen as “personal attacks”. With a common language, leaders and followers know it is about getting the job done – not us v. them. Increases frequency and quality of conversations about performance – Giving people a tool to talk about performance just plain helps to create buy-in. Imagine a place where a manager /supervisor actually tells new team member what they can expect from them in terms of leadership and why. This same tool then gives the “follower” the right to ask for the leadership style they need/deserve/have earned.
- Each of these is driven by the working relationship the follower has for his/her leader. Do I know what my job is and why? Am I treated with trust, respect and is my work appreciated? Do I have the opportunity to grow? Do I make a difference? One thing is clear in the research – the number one reason people stay at a job – leadership – from their boss, not the C-Suite. The number one reason people leave – leadership, or lack there of. People quit bosses, they do not quit companies.
- We can not make anyone do anything, but we can create an environment where people want to contribute and succeed.
- Thank you!